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This article draws attention to the how of logistics management or logistics as part of the learning organization. The logistics discipline has advanced over the years, but these advances have been mainly on the what side, what could be done rather than how it is done. In a world of increasing opportunities, the restraining factor is increasingly how. New product and market strategies depend upon supply chain redesign to be effective. Components and production skills can be purchased, as can transportation. But implementing new systems designs in an increasingly turbulent and complex world requires unprecedented skills of change management.

The purpose of this paper is to contribute to knowledge by exploring and distilling how providers in health and social care who have adopted complex adaptive systems thinking (CAS thinking) and have a collaborative mindset are in a better position to achieve integrated care than those who adopt reductionist approaches.

This paper is a research review and a conceptual analysis of key aspects drawn from the literature on CAS thinking and collaborative mindset applied to integrated care. By choosing this approach the authors intend to promote understanding and efforts made to put it into action. The intended audience comprises managers responsible for addressing the problem of fragmentation and the research community challenged by the task of supporting those managers.

Specialization of knowledge and skill has increased the risk of fragmentation. It is possible to reduce that risk and hence to foster integrated care when providers with different specializations stimulated by a collaborative mindset develop an understanding of how they connect with others in a CAS. The essence of CAS thinking applied to integrated care is the readiness to connect. This readiness is facilitated by adopting a collaborative mindset.

Literature on CAS thinking and collaborative mindset have evolved independently of one another. The study points at the importance of connecting the two concepts to produce effective action.

The purpose of this paper is to examine the factors influencing ambidextrous governance and risk management on repurchase intention in social commerce.

A novel research model comprises nine research hypotheses with six constructs, including three dimensions of social capital (structural, relational and cognitive), contracts, relational risk and repurchase intention. The hypotheses are tested on data collected from 395 usable responses in Taiwan, using structural equation modeling.

The findings of this study indicate that online merchants should reinforce their collaborative behavior and activities to improve ambidextrous governance mechanisms, and thus enhance repurchase intention.

The resultant findings only reflect the setting of Taiwan’s social commerce marketplace. With the research model developed, future research on cross-country studies of various forms of social networking sites would be worth conducting to determine regional differences in the development of social commerce activities.

Ambidextrous governance mechanisms have been gaining attention in buyer–supplier relationships. Extending ambidexterity research to the social commerce domain, the authors focus on ambidextrous governance that can include social and contractual governance elements.